Although the concept of employer branding has been gaining traction in some companies in Uruguay for some time now, it is still in its early stages. Virginia Fasano, a psychologist with an MBA who teaches in the Master’s in Human Resources Management program at Universidad ORT Uruguay, examines how companies present themselves to the market, what image they seek to project to young talent in order to attract them, and what the key factors are for developing an employer brand.
What does employer branding entail? It is a company’s effort to showcase its essence to the market; it is the process of building an image rooted in its history and values. It involves highlighting the company’s appeal to the market, not only to attract customers but also to attract candidates who want to join the team.
According to Fasano, employer branding is a very important issue in Uruguay, because although it is still in its infancy, some companies are beginning to realize how important it is.
“It’s usually a concept driven by the synergy between the Marketing and Human Resourcesdepartments, ”he notes, adding: “There are companies that have implemented this on an international level and are much more mindful of it. They are careful about how they communicate with the outside world regarding the message they convey.”
In any case, the fact that this issue is only just beginning to be discussed suggests that, overall, the country still has a long way to go.
According to the professor of ORT’s Master’s Program in Human Resources Management, the significance of the employer brand concept for each company depends on the collaborative effort that the Human Resources, Marketing, and Communications departments are willing to make.
Every message the company puts out—whether it’s an advertisement, a campaign, a product, or an employee engagement initiative—shapes the company’s image as an employer brand.
The ORT Master's Program in Human Resources Management focuses directly on training professionals who can integrate the concept of employer branding into recruitment and selection processes, with the aim of attracting top talent.
According to the instructor of the course “Talent Attraction and Development,” the classroom curriculum incorporates the best employer branding model for each student’s company. “In addition, we provide examples of how, when it comes to attracting applicants, it is not enough to simply design an optimal selection process without taking into account the aspects the company has developed in the market,” she adds.
Furthermore, the importance of consistency between the message conveyed and what the company actually does is emphasized. It’s good to highlight social inclusion initiatives or environmental campaigns, but if these aren’t genuine or don’t align with the quality of the products, customers may feel misled, and all the effort ends up being in vain.
“In Uruguay, it’s very easy to get a sense of what a company’s work environment is really like. If the internal work environment is competitive, apathetic, or indifferent toward its staff, this will affect the brand,” concludes Fasano. “Let’s remember that customers and job applicants are one and the same—those who buy from us want to be part of the team.”